A free guide from Allie Williams Advisory
You can't learn all of their jobs.
You shouldn't try. You're still accountable for the results. This is how to lead work you aren't the expert in.
For the point where your scope outgrows your expertise β managing managers instead of individual contributors, or leading specialists who know their craft far better than you do.
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What's inside
Read it once, then keep it open before your next conversation.
01
What runs out
Knowing the work was one of your biggest advantages. Scope grows and that advantage stops being available in the same way. What replaces it.
02
What to ask
Different questions for three situations: when you know the work, when you lead through leaders, and when you don't know the work at all.
03
Where you're the bottleneck
βI need to understand thisβ is not the same as βI need to get involved.β Questions test the thinking; mechanisms make it durable.
04
Does this actually need me?
A check to run before you take something on β and what good thinking sounds like when you can't evaluate the craft yourself.
Who wrote this
I'm Allie.
A senior leader in big tech and a mom of three kids under five. I came back from maternity leave three times in five years, each time into a bigger role β promoted after the first, into a technical role after the second, into my boss's job after the third. Not once because I worked more hours.
Every one of those steps put me further from work I could personally check. There's plenty of training for your first manager job and almost none for what comes after. That gap is why I wrote this.
